J Dennis Rich Ph D jdennisrich gmail com Ekaterina

J. Dennis Rich, Ph. D jdennisrich@gmail. com Ekaterina L. Shekova, Ph. D Shekova@mail. ru PROJECT MANAGEMENT IN CULTURE AND MEDIA INDUSTRIES

Final Project Create a plan for the entire project Set milestones for tracking progress Provide more detail for near-term tasks Determine, with your project leader and with instructors how to report progress and revise/add detail to plan Develop and assign specific tasks to team members

Objectives • Understand the difference between a project and project management • Develop a working knowledge of how to properly scope a project for success

What is a Project?

A project is a sequence of unique, complex, and connected activities having one goal or purpose and that must be completed by a specific time, within budget, and according to specifications.

Ordinary Work or a Project?

Project Management Criteria • Projects are oriented towards a goal. • There is something unique about every project. • Projects have a finite duration. • Projects require coordination of interrelated activities.

What is Project Management? • Project management is a set of principles and tools for – Defining – Planning – Executing – Controlling. . . and – Completing a PROJECT

Why is Project Management Important? • • • Organize your approach Generate a credible schedule Track progress and control your project Identify where to focus your efforts Identify problems early – before they are crises Saves you TIME…. MONEY If you fail to plan, PLAN TO FAIL

Scoping the Project Developing the Plan Launching the Plan Closing Out the Project Monitoring & Controlling . Five Phases of Project Management

State the Problem/ Opportunity Establish the Project Goal Define the Project Objectives List Assumptions, Risks, Obstacles Identify the Success Criteria Scope The Project

Initiation and Scope

The general steps in the initiating phase are: o Recognizing that the project should be done o Determining what the project should accomplish o Defining the overall goal o Defining general expectations of stakeholders (those who have an interest in the outcome) o Defining the general project scope o Selecting the initial members of the team.

Project Stakeholders are the people involved in or affected by project activities. Stakeholders include: Project sponsor Project manager Project team Support staff Customers Users Suppliers Opponents to the project 14 Information Technology Project Management, Fourth Edition

Scoping Document • • Problem/opportunity Project name, sponsor, manager Singular Project Goal Objectives that are Specific, Measurable, Assignable, Realistic, Time based (SMART) • Success criteria • Assumptions, risks, obstacles

A short, precisely phrased piece of information covering -- what is to be done -- why it is to be done -- value it provides if it is done Do not use technical language! Scope Document

The Project: Problem/Opportunity • A statement of fact that everyone in the organization will accept as true • Should communicate why the project should be accomplished

Scope the Project - Goal • A project has one primary goal: to give purpose and direction – Defines the final deliverable and outcome – States in clear terms what is to be accomplished – Is a reference point for questions about scope and purpose of the project

• SMART Objectives – Specific – Measurable – Assignable – Realistic – Time-related • Success Criteria – Clearly states the bottom-line impact – Quantifies outcomes so success can be measured Scope the Project – Objectives & Success Criteria

• Identify factors that might affect the outcome or completion of the project • Used to alert management to factors that may interfere with project work • Types of assumptions and risks – Technological – Environmental – Interpersonal – Cultural – Political Scope the Project: Assumptions, Risks

Project Scoping Form Project Name Project Manager Team Members Problem / Opportunity (Why do this project? ): Project Goal: Objectives (Specific, Measurable, Assignable), Duration? Cost? Success Criteria (Outcomes): Assumptions, Risks, Obstacles:

Scoping Document • • Problem/opportunity Project name, sponsor, manager Singular Project Goal Objectives that are Specific, Measurable, Assignable, Realistic, Time based (SMART) • Success criteria • Assumptions, risks, obstacles

Scoping the Project Developing the Plan Launching the Plan Closing Out the Project Monitoring & Controlling Five Phases of Project Management

Identify Project Tasks (WBS) Determine Resource Requirements Prepare the Project Proposal Estimate Task Duration Construct/Analyze Project Network Developing The Plan

Planning the Project: Work Breakdown Structure Breaks the project into chunks of work at a level of detail that meets planning and scheduling needs

Prepare at home (level 1 task) Create Grocery List (level 2 task) check pantry for needed items (level 3 task) check refrigerator for needed items check items in refrigerator for expiration date Determine method of payment Transport to store Select method of transportation, e. g. , car Select route Drive to store Park Prepare at store Select method of holding groceries Plan for gathering groceries etc. WBS Example: Grocery Store

WBS Completeness • • • Status/completion is measurable Clearly defined start/end events Activity has a deliverable Time/cost easily estimated Activity duration within acceptable limits Work assignments are independent

Project Planning: Resources • • • People - skills and value Facilities Equipment Money Materials Time

Duration - Estimation • Similarity to other activities • Historical data • Expert advice

Duration Is a Cause of Variation • Sources of variation: – Varying skill levels – Unexpected events – Efficiency of work time – Mistakes and misunderstandings

Resource Activity • Identify all the resources required for each activity • Estimate the duration of each task

Dependencies • Linkage between and among activities/tasks • Dependencies create the backbone of the project network

Dependencies • Finish to start • Predecessor Task: A A B • Successor Task: B • Arrow head indicates dependency relationship: Task B cannot begin until Task A is complete

Gantt Chart • Visual scheduling tool • Graphical representation of information in WBS • Show dependencies between tasks, personnel, and other resources allocations • Track progress towards completion

• List all tasks and milestones from the WBS along the vertical axis • List time frame along the horizontal axis Activity 1 Activity 2 Milestone Time Frame: day 1 day 2 day 3 Building a Gantt Chart

• Activities: Create box the length of each activity time duration – E. g. , activity one is scheduled from day 1 -day 3 • Milestones: Create a diamond on the day the milestone is scheduled to be completed Activity 1 Activity 2 Milestone Time Frame: day 1 day 2 day 3 Building a Gantt Chart

• Dependencies: Show dependencies between activities with arrows – E. g. , activity 2 cannot start until activity 1 is complete Activity 1 Activity 2 Milestone Time Frame: day 1 day 2 day 3… day 23 Building a Gantt Chart

Responsibility Matrix • Creates accountability by assigning each task to a person Task Activity 1 Joe Activity 2 x Activity 3 Mary x Renee x

Controlling - Monitoring o This involves measuring progress towards the objectives and taking action to assure that deviations from the plan do not adversely affect the end results of the project. o During this phase the project manager must decide how to best solve problems. o Activities in the controlling phase include: o Monitoring deviation from the plan o Taking corrective action to assure the progress of the plan o Receiving and evaluating project changes requested from stakeholders and team members o Rescheduling as necessary o Adapting resources levels as necessary o Changing the project scope (usually means reducing it) o Returning to the planning phase if necessary

Activities Include o Monitoring deviation from the plan o Taking corrective action to assure the progress of the plan o Receiving and evaluating project changes requested from stakeholders and team members o Rescheduling as necessary o Adapting resources levels as necessary o Changing the project scope (usually means reducing it) o Returning to the planning phase if necessary

Closing the Project o The closing phase involves getting acceptance for the end product and bringing the project to an orderly close. (Who defines success? )

Activities in This Phase May Include o Acknowledging achievement and results o Shutting down operations and disbanding the team o Learning from project experience o Reviewing the project process and outcomes with team members and stakeholders o Writing a final report

Look Out For! • Scope Creep - Change is constant – must be accommodated • Hope Creep - Check status reports • Effort Creep - Status reports record progress, but there is no change in the % completed • Feature Creep – Similar to Scope Creep but comes from the project team.

Why Projects Fail? o Not enough resources available o Not enough time is approved for completion o Project expectations are unclear o Disagreement among stakeholders regarding expectations for the project leads to dissatisfaction with the end results